Focusing on the concept of difference and diversity as positive
forces in our communities and places of employment is the key to
creating productive work environments in the 90s and beyond, according
to Dr. Judith B. Rosener, a university lecturer and researcher on
matters of cultural diversity and women in the workplace.

Dr. Rosener, on the staff of the University of California at Irvine
has been focused on the importance of embracing diversity for many years
and is a recognized authority on the subject. She addressed delegates
at the Closing General Session of the 68th Congress of Cities in Las
Vegas.

To start, Rosener pointed out that in difficult times
"problems are more plentiful than solutions" and scapegoats
are easy to come by. City officials certainly recognized themselves as
scapegoats when things go bad at home. But just as often women, people
of color and immigrants are magnets for blame and mistrust, Rosener
explained.

To learn to value diversity, Rosener focuses on three key points.

Understanding the way people perceive "difference" is the
first step. Second is accepting the fact that the assimilation model
(expecting newcomers to conform to "accepted" standards) and
rewards system force homogeneity on "others." Third, local
officials, and all in society for that matter, must learn to shift to
valuing diversity.

Valuing diversity will be imperative, Rosener said, because
"the labor supply is growing at a slower rate, and women and people
of color will be entering the workforce more rapidly than white
males."

Explaining that women associate typically male attributes with
strong leadership and men associate women only through sexual
stereotypes, Rosener pointed out that racial stereotypes are even more
difficult to come to grips with and get around. "We're in a
kind of gender flux. We have new roles and no new rules," she
said.

"If we have this much trouble with gender, look how people
respond to differences in ethnicity." Rosener showed delegates how
people stereotype people of different ethnicity, usually perceiving them
as inferior. Lazy, hypocrites, and stupid were a few of the
descriptions applied to people of different enthnicities and religions.

"White males are expected to be competent until they prove
otherwise," Rosener said. "Women and people of color are
assumed incompetent until key prove otherwise."

By pressuring "others" to conform or assimilate, Rosener
said, those in charge force a presumption of guilt onto the person who
is different.

Organizations that deal with the issues surrounding diversity will
reduce absenteeism, increase productivity and lower their staff turnover
rates, according to Rosener. "You cannot say you are color-blind
until you are sensitized to the differences between us that make us
unique."

She explained that diversity sensitivity is voluntary and
productivity driven and affirmative action is government initiated and
legally driven. Also, affirmative action is concerned with quantity and
diversity sensitivity is concerned with quality. Affirmative action is
reactive and diversity is proactive.

Rosener told delegates about what some organizations are doing to
embrace diversity. Awareness training, skill development training,
mentoring, employing networks for support, focus groups, diversity
councils, task forces, policy evaluation, and linking rewards to
diversity are all valid and important ways to benefit from the diversity
in our workplaces.

Rosener closed by citing the Noah Principle, which she believes is
a good metaphor for dealing with diversity:

"No more prizes for predicting floods. Only prizes for
building arks."

"I urge all of you local officials to become ark
builders," she said.

COPYRIGHT 1991 National League of Cities
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